Siemens 2010 Annual Report Download - page 46

14 Foundation 4 Introduction 26 Structure
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To ensure that we maintain a sustainable supplier
base throughout the company in the future, we’re
constantly improving and integrating our methods,
processes and systems on a cross-functional basis
and transferring relevant knowhow to our suppliers
in order to actively minimize risks and anchor sus-
tainability all along our supply chain.
Use the power of Siemens
Our aim is to consistently outperform our competi-
tors. We can succeed only by providing our custom-
ers with innovative products and tailored solutions,
by acting in accordance with binding principles of
conduct and, above all, by recruiting and fostering
employees who are passionate about what they do.
In short: by leveraging the collective energies of our
company.
Our people are shaping tomorrow’s world. Their
knowhow and commitment are among the most
important drivers for our long-term competitive
success. That’s why we comply with the relevant
international standards, safeguard jobs during eco-
nomic downturns and invest in our people’s train-
ing and continuing education. In fiscal 2010 alone,
we spent roughly €225 million, or about €560 per
employee, on education. Focused on strategic
knowledge and skills, our challenging training and
further education programs ensure that expertise in
key positions is uniformly conveyed to employees
worldwide throughout the course of their careers –
because life-long learning is indispensable in a glo-
balized world.
As a global integrated technology company, we not
only have to attract talented people; we also have to
create an environment in which they can use and
develop their abilities. The new Siemens Leadership
Framework helps us apply uniform criteria as we
match our employees’ capabilities and potential
with the requirements of job openings. Studies
have shown that diverse teams of individuals with
different skills, experience and qualifications in-
crease the wealth of ideas within a company. That’s
why diversity is a key component of our business
strategy – one we’re championing as a means of re-
cruiting the best minds in the world and strength-
ening our power of innovation. By reflecting the
varied backgrounds of our customers, our work-
force will give us yet another competitive advantage
in the global arena. The diversity of our 405,000
women and men – with their multifaceted cultural,
ethnic and social perspectives and their broad range
of knowhow and experience – is equipping our
company to excel in the 21st century.
We’re the ideal employer for people
who have the courage to ask questions –
because they’re the kind of people who can help us find solutions
to the challenges of today and tomorrow.